Moving the Needle on Innovation: A view into 2025 and integrated patient services

As a kickoff to 2025, the one question that continues to be raised in our industry is what can we implement now for innovation in patient services in Canada. It is a topic that is complex and is driven by a healthcare system that both leaves the burden of support to the private industry through patient support programs (PSPs) and yet gives some of the richest data and insights than any market globally due to this comprehensive support model. So where can innovation be applied this year, and how can this be demonstrated, all while managing the importance of compliant-based practices within our industry? 

I have found it is important to look at innovation from both a technology and process driven lens as innovation can come in the form of invention, automation of an action, or simply solutioning with a novel approach.  And it is constantly finding the balance between the human care required due to the complexity of certain disease states, and the automation of critical services that will streamline and simplify services to drive value for patients, caregivers, healthcare providers (HCPs), and pharmaceutical manufacturers. 

There are two types of innovations that support the progression of the PSP industry in Canada: 

• Incremental innovation (simple): These are new capabilities and technologies that we introduce that will enhance a specific use case (e.g. improve enrolment, reimbursement, patient engagement, etc.).   
• Transformational innovation (complex): These are new innovations that will significantly change and transform how we operate. Examples include introducing new systems and solutions that automate services, support decision making, and generate new insights 

Some emerging market trends that we will see into 2025 for the specialty medication market where we can apply innovative solutions to patient services include: 

1. Automation of services 
   Automating the entire patient journey as an entry point to service - from enrolment and reimbursement to adherence and persistency (noting what still requires human support such as clinical administration and patient care in complex case reimbursement). 
2. Enhance user experiences and engagement 
   Utilize existing and new communication technologies to better communicate with patients, caregivers and HCP while optimizing PSP operations.  And being realistic about the readiness for change as patients may be more susceptible to trialing new communication channels versus other stakeholders. 
3. Data and insights 
   PSPs are increasingly being seen as a key source of data for real world evidence (RWE) and insight generation.  The key to data collection and insight generation is cross collaboration and mapping of questions that are trying to be answered whether they are access driven, Quality of Life based, or persistency.  This is done in advance of launching any patient services in market. 
4. Collaborative models 
   i. Innovative solutioning with service models that takes into account synergies and sustainability in patient care  with the  onset of specialty generics and biosimilar growth. 
   ii. Adopting a collaborative approach amongst manufacturers and providers due to concomitant patient service support levers or lifecycle management where the same support is not financially viable for either party. 

This year holds an opportunity to reflect on the strategic approach to innovation and what may get in the way. Keep in mind what can stifle innovation progression: 

• Change management challenges: Ensuring that a balance is found between taking risk and managing compliant business practices. 
• Cost of implementation: Understanding the true cost of implementation and how ROI generation will be measured. 
• Interoperability Issues: Lack of standardization in healthcare systems can make integrating new technologies difficult – know the practicality of the situation. 
• Vapor ware: Exaggeration of the existing capabilities of vendor offerings where expectations may not be achieved after marked investment has been made. 

The importance of incremental innovation cannot be ignored. It is where small steps forward become both quantifiable and qualifiable for the patient and the HCP and can lead to greater persistency and reduced effort to support the patient journey. It takes time to garner measurable value but 2025 serves as an opportunity to identify these incremental moves forward in creating healthier futures and moving the needle on innovation in patient services where it is most valued. 

The contents of this piece contain marketing statements and do not include legal advice.